Data Communication Strategies

40 EXERCISE

Evaluating the Recruiting Function

I. OBJECTIVES

A To make you aware of the necessity of evaluating the efficiency and effectiveness of various recruitment sources.

B. To provide you with practice analyzing data, drawing conclusions, and planning a strategy to remedy identified problems or deficiencies.

C. To make you aware of the linkages among staff turnover, recruitment sources, recruitment methods, and adequate staffmg.

II. OUT-OF-CLASS PREPARATION TIME: 2 hours

Ill. IN-CLASS TIME SUGGESTED: 45 minutes

IV. PROCEDURES

Read the entire exercise, including the background on St. Vincent's Hospital. Then, using the data provided in Exhibit 2.9, do the calculations on Form 2.5. Ayield ratio is the number of applicants necessary to fill vacancies with qualified people. It is the relationship of applicant inputs to outputs at various decision points. For example, the yield ratio for all recruitment sources in Exhibit 2.9 shows that 273 nurse applicants were generated over the three-year period from 2007 to 2009. Since only 221 were classified as potentially qualified, the yield ratio is 273/221 or 1.24 to 1. The yield ratio for "potentially qualified" among "walk-ins" is 1.26 (53 + 42). The average cost per nurse hired among "walk-ins" is $119.23 ($1,550 + 13). Students should form groups of two to four students each and calculate the yield ratios for each recruitment source at each stage of the recruitment process on Form 2.5. These data show that the hospital needs to start with more than five times as many applicants as it needs to fill job openings and more than 13 times as many applicants as it hopes to have as above-average performers.

Do the calculations for Form 2.5 on your own prior to class. Think about the implications of these data for future recruitment at the hospital. Then, look at Exhibit 2.10 in conjunction with the background description and think about the implications for the recruiting process. During the class period, form groups of three to five, which will act as a consulting team for the hospital. With your group, discuss and answer the questions at the end of this exercise. At the end of the class period, have a spokesperson for each group discuss the group's answers and rationale with the entire class.

BACKGROUND

St. Vincent's Hospital is a 260-bed hospital in a northeastern city affiliated with the Roman Catholic Church. The administrator is Sister Oaire, a 56-year-old member of the Daughters of Charity religious order. During the last decade, the hospital operated with a nursing staff of approximately 450 registered nurses and experienced a nursing turnover rate of about 25 percent per year. The turnover rate was average for the city during this time period. However, it has accelerated to an average of 35 percent over the past three years.

These higher turnover rates have put additional pressure on the recruiting process to provide larger numbers of qualified candidates. However, Sam Barnett, director of human

Exercise 40 • Evaluating the Recruiting Function 123

EXHIBIT 2.9

resources, has reported more difficulty locating qualified nurse candidates over the last three years. Barnett's office has prepared the recruitment data shown in Exhibit 2.9. The data show that 273 applicants (from all sources) had to be screened to produce 52 qualified candidates who accepted a job offer. One year later, 19 of these 52 had left the hospital. The last column shows the direct and indirect costs of recruitment by source, including clerical time, super­ visor time, and direct costs, such as travel and postage. The human resource department has also conducted a telephone survey of all the nurses they could locate who did not accept a job offer from the hospital during the most recent three-year period. Reasons for such rejections are shown in Exhibit 2.10.

Sister Mary Louise, the 62-year-old director of nursing service, has conducted all off-site recruitment for many years. This includes attending both the local Nursing Job Fair and the State Nursing Association Annual Meeting. She has begun to feel burned out as a result of all her external recruiting and internal evaluation of candidates over the years.

At a recent meeting, she suggested that an outside group (your group) be brought in to analyze the recruiting process, identify problems and opportunities, and suggest improve­ ments. Sister Mary Louise and Barnett readily agreed to an outside consultant because they are aware of current nursing shortages due to declining nursing school enrolhnents. St. Vincent's Hospital itself contributed to this enrollment decline by dosing its own School of Nursing due to fewer applications and the high cost of operation.

Data on Recruitment Sources for Registered Nurses at St. Vincent's Hospital, 2007-2009

Invitation Qualified One- Above- Total Number of Potentially for and Offered Accepted Year Average Recruitment

Recruitment Source Applicants Qualified Interview Job Job Survival Rating Costs

1. Internet applications 83 72 60 38 21 12 5 $1,145 2. Walk-ins 34 17 8 6 3 1 1 900

3. Employee referrals 13 12 7 5 4 3 2 400

4. Newspaper ads 24 16 8 4 2 1 0 750

5. Journal ads 19 18 10 8 4 2 2 450

6. Educational institutions

Junior colleges 16 13 11 6 2 2 1 1,200 Hospital-based 8 8 3 2 1 0 0 800 schools

University 24 24 16 14 10 8 7 1,300 programs

7. Private employment 9 9 8 5 2 2 1 4,000 agency

8. Public employment 8 4 2 1 1 0 0 600 agency

9. Direct mail 15 14 4 3 1 0 0 450

10. Job fair 13 7 5 3 1 1 1 900

11. State Nursing 7 7 4 3 0 0 0 1,150 Association meeting

Totals 273 221 146 98 52 33 20 $14,045

Part 2 • Meeting Human Resource Requirements 124

~

~ FORM 2.5 Yield Ratios at Each Step in the Recruitment Process and Recruitment Cost per Nurse Hired, St. Vincent's Hospital, 2007-2009 C,

Yield Rates

Recruitment Sources Potentially Qualified

Accepted Interview

Offered Job

Accepted Job

One-Year Survival

Above-Average Rating

Average Cost Per Nurse

Hired

l. Internet applications

2. Walk-ins

3. Employee referrals

4. Newspaper ads

5. Journal ads

6. Educational institutions Junior colleges Hospital-based schools University programs

7. Private employment agency

8. Public employment agency

9. Direct mail

10. Job fair

11. State Nursing Association meeting

Averages for all sources 1.24 1.87 2.79 5.25 8.27 13.65

(JI "'

EXHIBIT 2.10 Reasons J<ir Nurse Rejectio11 of a Job Offer from St. Vincent's Hospital, 2007-2009

Reason Number Percent Recruitment Processes

Job attributes not communicated

Negative perception of recruiter

Negative perception of hospital

Lack of timely follow-up

Perceived lack of honesty in recruitment process

Negative information from recruiter

Job Attributes

Location of hospital

Salary offer

Hours of work

Promotional opportunities

Fringe benefits

Working conditions

Perceived poor job "match"

Totals

2

12

2

13

3

2

2

0

0

3

5

46

4.3

26.1

4.3

28.3

2.2

2.2

6.5 4.3

4.3

0.0

0.0

6.5

10.9

100.0

Since recruitment of new nurses has begun to fall behind turnover of nurses employed at St. Vincent's Hospital, the vacancy rate has begun to increase. Five years ago, only ll percent of staff nursing positions were unfilled. This percentage has now increased to 23 percent. One result has been an exhausting workload on the existing nursing staff In addition to increased turnover, the symptoms of staff burnout (i.e., stress, conflict, absenteeism) are becoming more evident.

QUESTIONS

1. How would you evaluate the nurse recruiting strategy currently being used by St. Vincent's Hospital? ls the hospital using too few or too many recruiting sources? Why?

2. If you feel that the hospital is using too many recruitment sources, which ones would you eliminate and why?

3. What stage or stages in the recruitment process seem to be most amenable to improve­ ments? What specific improvements would you suggest to decrease the yield ratios? Why?

Part 2 • Meeting Human Resource Requirements 126